Greetings,

Could you please explain the concept of Strategic Job Families and how they are determined for an organisation? Does this differ greatly from skill requirement groupings?

Cheers,
Stuart

Hi Stuart,

To answer your first question, Strategic Job Families are the job categories within an organization that have the greatest impact on the strategy. They also differentiate the organization and help create a sustainable competitive advantage. This is not to say that other job families within the organization are not important or do not contribute to the strategy, because if they didn't they wouldn't exist. The point is that the strategic job families are the ones that have the most significant impact on the strategy. In addition, the strategic job families may change over time as the organization and the strategy evolves.

As for your second question, I'm not overly familiar with skill requirement groupings, but from the little bit I do know, this is different from strategic job families. I believe skill requirement groupings organize jobs based on the necessary skills to be successful in the job, and not by the similarity of the type of work performed. Strategic job families is not a way to reorganize jobs by common skills, but rather a means to determine which jobs within an organization most directly impact the strategy so that the organization can then determine how equipped the people in these jobs are to help successfully execute the organizations strategy.

I hope this is clear and helpful. If not, please let me know. Thank you!

Hi Jonathan,

Does an organisation reward employees who belong to the Strategic Job Families differently from other job families? Are these identified job families paid significantly higher? I would appreciate if you or anyone who has experience in this area share some thoughts on the compensation philosophy and structure for the Strategic Job Families vs the other Job Families.

Thank you.

Regards,
WY

WY,

Last year I came across a very interesting article on the subject. You might find this interesting as well. The article argues you should pay people based on their strategic work valuation.

http://www.sibson.com/swvpage/...ngPayProductivity.pdf

Ted Jackson
Palladium / Balanced Scorecard Collaborative

As Jonathan stated, the strategy evolves... and thus, the strategic job families can change. So, it would be difficult to continually adjust pay as the strategy updates. Rather, we focus our HR/training plans on developing the KSAs in these areas and gearing our process improvements toward the processes these jobs touch.

Dear Ted,

I can't open the document that you suggested

http://www.sibson.com/swvpage/...ngPayProductivity.pdf

could you review that link.

Thanks so much

Enrique Meza (Perú)

Try this link
http://www.sibson.com/swvpage/...ngPayProductivity.pdf

Regards,

Jesús Sánchez

www.nrgconsultores.net

Hi, Ted. How are you? I was reviewing the messages posted by this theme and I am very interested in the article you mentioned. Could you send it to me?

I couldn't find it.

Thanks,

Dear All,
Should we communicate the strategic job families to the whole organization? or is this only for the HR planning purposes?
Won't the non-strategic job families get offended?

Thank you,

Amira Hammad
Giza Systems

They'll Amira, you have a good point.